CHANGE, CLIMATE, & CULTURE

Transcription

1 CHANGE, CLIMATE, & CULTURE AVO I D I N G T H E C O L L I S I O N 1 E b o n y N i c o l e B r o w n

2 TODAY S TOPIC

3 EBONY NICOLE BROWN INDUSTRIES WHAT I DO INDUSTRY ENGAGEMENT Organizational Effectiveness SaaS Oil & Gas Financial Insurance Gaming E-commerce Travel Navigation Secondary Marketplace Manufacturing Critical Communications Change Strategist People Development Training & Design Agility Development Consultant Leadership Coaching End-2-End Catalyst EMPLOYEE SIZE GLOBAL EXPERIENCE THOSE THINGS <50 5,000 >5,000 Kaiovate.com

4 CLIMATE VS CULTURE K N O W T H E D I F F E R E N C E S

5 CLIMATE VS CULTURE Change Climate Culture 5

6 ORGANIZATIONAL CLIMATE The mood or temperature at any given moment that describes the perceptions and attitudes of the people in the culture. 6

7 CLIMATE: ATTRIBUTES EASIER TO CHANGE Manipulated or changed based on needs Changes per the behavior of employees Focuses on current work practices which are defined within the culture Short term perspective Reflects the current state of the organization 7

8 CLIMATE: IDENTIFICATION Wow! This place has an amazing energy. People are so friendly and it feels so positive. Wow, it feels like something happened here. Everyone seems scared. This atmosphere is horrible. 8

9 ORGANIZATIONAL CULTURE A pattern of shared basic assumption that have been invented, discovered or developed by a given group as it learns to cope with its problems of external adaptation and internal integration that has worked well enough to be considered valid and therefore to be taught to new members as the correct way to perceive, think and feel in relationship to those problems. Artifacts & Symbols Values - Edgar Schein, founder of the Organizational Culture Model Assumptions 9

10 ORGANIZATIONAL CULTURE Beliefs Values Norms of behavior Emotional intelligence Thoughts Routines Traditions Sense-making Perspectives 10

11 CULTURE: ATTRIBUTES HARD TO CHANGE Reflects the atmosphere of the organization which has evolved over a number of years Typically frames employees boundaries, guidelines, and constraints Takes years to develop 11

12 CULTURE: IDENTIFICATION Artifacts & Symbols What are the visible elements in the organization? Shared Values What are the standards, values, and rules of conduct? How do people get rewarded & recognized? Basic Underlying Assumptions What are the assumptions deeply embedded in the organizational culture? Artifacts & Symbols Values Assumptions 12

13 CULTURE: ARTIFACTS & SYMBOLS What are the visible elements in the organization? Logos Building Games Seating Clothing Communication Technology 13

14 CULTURE: SHARED VALUES What are the standards, values, and rules of conduct? Mission shapes our today Vision prepares us for tomorrow Value statements prepare us for tomorrow if we believe in them 14

15 CULTURE: UNDERLYING ASSUMPTIONS What are the assumptions deeply embedded in the organizational culture? Unconscious thoughts Unconscious beliefs Unconscious perceptions Unconscious feelings Unconscious behavior 15

16 THE DIFFERENCE MATTERS CLIMATE CULTURE A climate can be locally created by what leaders do, what circumstances apply, and what environments afford. A culture can evolve only out of mutual experience and shared learning. - Edgar Schein, founder of the Organizational Culture Model 16

17 WE TEND TO GET IT WRONG 17

18 CONFUSION COSTS Trust Effort Rework Resource cost People cost Consulting cost Opportunity cost 18

19 IDENTIFICATION TECHNIQUES Listen Feedback boxes Feedback forms Engagement Surveys Open forums Observe Individual innovation Failure tolerance Professionalism definition Recognition systems Management styles 19

20 CHANGE, CLIMATE & CULTURE H O W E V E RY T H I N G C O L L I D E S

21 IMPACT OF CHANGE TO CULTURE Strategy Climate Change Culture 21

22 HOW IS CLIMATE & CULTURE IMPACTED What should it look like? What should it look like? 22

23 INFLUENCE THE INFLUENCERS Influencer An individual who can reach many people and can influence them to like or dislike, to adopt or ban, to buy into or skip 23

24 MAINTAIN A SUSTAINABLE PACE 24

25 MAKE THE CHANGE HABITUAL 1. Trigger 2. Action Eternal Trigger: What gets people to do the change? Internal Trigger: What gets people to do the change? 4. Investment What increases the likelihood of people continuing with the change? The behavior to be performed 3. Variable Reward The intrinsic benefit from performing the new change Adapted from Hooked: How to Build Habit-Forming Products by Nir Eyal 25

26 CULTURE & THE BRAND YOUR CULTURE IS YOUR BRAND 26

27 PREVENT COLLISIONS Change Climate Culture 27

28 WRAPPING IT UP T H E PA C K A G E

29 COLLABORATION The current feel Can be manipulated Easier to change Impacts our perception to change The foundation rooted in history The artifacts, values, and assumptions Harder to change Impacts the ability for change to take place The new behavior Comprised of different levels, impacts, and characteristics Impacts culture & climate 29

30 CLIMATE VS CULTURE Change Culture Climate 30

31 Until Next Time Ebony Nicole Brown Ebony Nicole Brown